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Company Overview
Founded in 1992 by Lu Qin in ShunDe, China Manufacture ceramic machinery Recognized as a china top 500 manufacturer and top 10 building materials machinery Became a listed company on shanghai stock exchange in 2002 $209 million revenue in 2009 (almost double from 2006) Broad product offering and comprehensive plant design Orders typically high customization low volume and high margins Several key business functions all acting autonomously Freewheeling corporate culture allowed for pursuit of perfection and endless innovation Many innovative products and business innovations
Silo-based model taking a toll on Kedas business performance Disconnected business units equals duplicate tasks, redundancy and heightened costs Little information flow and lack of integration prevented timely strategic decisions To remain a leader Keda needed to continue innovating, but needed to provide information to all departments along the way Also the Chinese governments call computerization in corporations Inventory management difficult because of the diverse product line Low usage and production made it difficult to meet demand The expended product offering caused Keda to build more factories, causing Keda to outgrow it MRP II system. Keda needed to rethink its IT.
Masculinity : High
Rewarding project team members for the added effort.
Individualism : Low
Having a team based approach to project
implementation.
Description
Drivers for ERP system were identified so that Keda could define clear goals that were in line with its overall business strategies A suitable provider of an off-the-shelf solution was selected on the basis of the needs identified above. This selection process involved receiving responses to the request for proposal (RFP), short-listing vendors for presentation and visiting vendors existing client Existing business processes and operations needed to be modified to fit the chosen system. Responsibility for this stage was placed on key users. The ERP modules were configured and customized for Kedas business processes and data needs. This process involved converting and loading data and making changes to process flows The system was tested to see whether it was ready for deployment. Users of the system familiarized themselves with system operations The system went online
Process Redesign
For Keda
Successful implementation but yet the full potential
Challenges of ERP
How such system will allow for flexibilityan ability